CFO

“But if your CFO can't tell the story, you need a new CFO.”

“We found in, in a hundred percent of the cases that having done it, they all kind of now say, gee, like, had I done that six or 12 months earlier, it would have been better.”

“I think as soon as you start spending significant money or getting, like, significant revenue, it's, gets to be dangerous not to have a CFO. So, like, if you're increasing headcount at any kind of, like, fast rate, or if you're generating revenue, particularly…”

“What happens with most finance people is they back down at that point because they're like, well, fuck, he does know more than I do, even if he's wrong. Whereas going, okay, like, let's just draw out, like, here's all the things you want to do. Like, this is w…”

“I think there was a survey done about 10 years ago that said something like 80% of CFOs said to make their quarter they would do something that might not be in the long-term interest of the company.”

“You need a way better CFO if you're building a hardware company.”

“Turns out companies don't really like firing people. Companies do fire people if they have to, but I've actually never met a CFO that got excited about firing 30% of the workforce.”

“Today, our customer is the CIO. I think over time, our customer becomes a partnership with the CIO and the CFO.”

“This is going to be, like, the new big question that every CFO, CIO, et cetera, is running around trying to, with their hair on fire, trying to figure out.”